Developing Resilience as a Leader

 

As a leader, one always should expect the unexpected. In one of my previous roles, I remember mentioning this to the peer when I was asked how I felt after having been in the role for 3 years. I said, “I feel like I still need to have my seat belt fastened. Each time I think I can unfasten and take a walk around, there is unexpected turbulence in the air”. I am fairly sure that pretty much sums up the life of anyone in any leadership position in any organisation, and more so, when one is a CEO and the buck does stop at your (virtual) table. Even though you have the board to support you, ultimately, you also are accountable to them in how you manage such unexpected twists and turns.

Individuals and organisations do have a fair amount of inherent resilience. That is why they survive as individuals and ‘move up the ranks’ to use a very hierarchical term. Or that is why organisations last long. In the not-for-profits sector, it is very common for leaders and organisations to face  various challenges that include reputational challenges, financial issues, employee relations, difficult relationships with governments or regulators. And we all have our own mechanisms to handle these, with boards and advisory committees stepping in, risk management procedures, crisis communications etc. But nothing prepared us, individually or collectively, for the devastating impact of the Covid pandemic. No one knew what quite hit us in March 2020, no one knew (or still knows) how long it will last, no one knew (or knows) what its medium and long term impacts may be.

It is situations like these that test the mettle of the most determined and strong willed. On one hand, it is important to steer the ship calmly and limit the panic, while also looking out into the far seas and wondering what will happen next. With the pandemic, it also became far more personal. Everyone without exception was affected in some way. Everyone went through phases of panic and anxiety. This was particularly challenging for those in leadership roles, as in addition to managing one’s own and one’s families’ anxieties, one was also responsible to ensure that the mission of the organisation stays in focus, that colleagues’ wellbeing is ensured and that the organisation’s long term financial sustainability is ensured. A tough ask indeed.

I have been very privileged and fortunate to see some really inspiring and resilient leaders in action during this period of crisis, trying to make sense of the madness, staying calm and focussed and not taking their eye off the ball. It is also not uncommon that when a crisis the scale of the pandemic hits us, there are other crises or challenges that are simmering on the sidelines that could soon occupy centre stage, and so, one is handling multiple, sometimes interconnected and sometimes unrelated challenges at the same time, that tests every single nerve in your system. Some leaders have done a brilliant job of not just navigating through these challenges but also turning them around to build back their organisations. Some have barely survived, while some wilted. The one difference that I think made the difference between those who did brilliantly and those who didn’t is resilience.

So what did these leaders do to develop resilience and draw on their reserves ? In my view, these are the few things that made all the difference.

1.       Pause, reflect and respond : When a crisis hits, the normal reaction is to panic. With the benefit of hindsight, we do realise that it serves no purpose. It is time to pause, which is not about inaction, but about acknowledging that there are forces beyond one’s control, which then helps individuals to reflect on what the options are and then respond. In that moment when a crisis hits, it does feel like being in the eye of the storm, but it is important to stay on course and not be blown away. And while there are factors beyond one’s control, there are certainly other factors that could well be in one’s control or sphere of influence. That is what one needs to tap into in these moments.

2.       Reach out for support : Confident leaders are more open to reach out to others for support because they acknowledge their personal vulnerabilities and the fact that no one person has all the answers. This is the time when one’s board or other social and professional networks play a key role. As a leader when it does sometimes feel ‘lonely at the top’, it is these networks and support mechanisms that provide the essential safety net to bounce off ideas, share ones’ apprehensions in a safe space and nurture that sense of solidarity.

3.       Stay focussed on mission : Irrespective of the nature of the crisis, what really matters is the mission of the organisation. I have seen organisations change course mid-way and veering off course because they feel that something else is more important. That is not only unauthentic but is also something that could significantly weaken the organisation and demoralise staff. As a mission focussed organisation, the leader is constantly thinking of ensuring that the staff continue to be aligned to its mission, that the staff wellbeing is a priority and that the internal systems and processes are responsive enough to weather the storm.

4.       Think long term : A crisis does not last forever, even if arguably it fundamentally changes a number of things around us. Hence, though it is important to manage the crisis while it lasts, it is also important to think of how to build back the organisation out of the crisis, leverage the lessons learnt from the new experiences and make the organisation more resilient. Equally important is to take stock of what has changed in the external environment and ensure that the organisation is better positioned towards newer realities.

5.       Believe in oneself : Leaders having self doubt at times is always a positive as it checks one against complacency and the feeling of relative invincibility. That said, in times of crisis, it is more important to believe in one’s ability, commitment and integrity to lead the organisation out of the crisis, being collaborative and empowering, bringing along the board and the staff, and the external supporters, all of whom are key to not just how the organisation survives, but thrives as it emerges out of the crisis. Self care and personal well being are hugely important. The last thing an organisation needs is a leader who is a spent force.

As the saying goes, ‘Nothing lasts forever’. Not even a crisis. But it could fundamentally change things around you and your environment. The key is to continue to develop resilience in a very uncertain world, and position oneself to a time when the crisis has blown over so that the process of rebuilding the organisation can be effective and impactful.

Moving Jobs – Preparing to Leave (Part 2)

 

In my previous blog, I talked about some of the reasons why moving jobs can be hard. Once you make the decision to move, it is then important to ensure that the transition is as smooth as possible and that it is a positive experience (never mind the tears at your farewell !). Here are a few thoughts :

·       A communications plan : Think of when to communicate, what to communicate and the sequence in which you communicate. All these are really important to get it right. This requires some time. There are some people with whom you need to have a conversation. That includes your line manager, the people you directly line manage and your immediate peers. But there could be others. Timing is of importance. You would ideally like most people to hear the news at around the same time, so starting to do so at the end of the week is certainly not a good idea. Think of what else is happening in the organisation (a major event, a board meeting) and try not to make an announcement at such moments. While there is nothing like an ideal time, think of what would be most appropriate. Once you have spoken to the people you need to speak to, follow it up with an email or a team announcement to others in the organisation. Think of all others you need to inform – your board, your supporters, your partner organisations, your networks. The more senior you are in the organisation, the more thought you need to give, because then, it is not just about you, but about the organisation, its reputation and the relationships you value. You owe it to the organisation and its supporters to communicate well and in a timely manner. It also demonstrates respects for all those around you, within and outside the organisation.

·       Be clear about why you are leaving : I knew someone who was quite senior and was leaving a role after just 2 years. Everyone was surprised as no one saw that coming. When I asked him, over a drink, why he was leaving, he immediately pulled out a piece of paper from his bag and read out the 5 reasons why he is leaving. That was interesting and I had never seen anyone do that. His reasoning was that he wanted a clear and consistent narrative of why he was leaving. In other words, he was owning the narrative, and to stop other stories floating around. And that is very important, so that everyone hears the same answers to your question – Why are you leaving ?

·       Leave things as clean and clear as you can, tie up the loose ends : This is often hard because there is limited time to do so. The more senior you are in the organisation, the more are the number of things you need to consider. Start with the ones that only you can clean, clear or close, but bring in others from your team, so that they are fully conscious on what the end outcomes may look like, had you been around. It is therefore important to ensure that handover notes are not a long list of ‘to-dos’, but a meaningful narrative of the intent behind and status of some key initiatives that you led on or were responsible for, but also share some insights on some key strategic issues that is critical for the organisation, e.g. on its strategy or culture or financial sustainability or external relationships.

·       Do not interfere in anything that is about ‘life after you’ : What happens in the organisation after you leave is none of your business. Colleagues can get quite peeved when the person leaving the organisation has some firm views on what should happen after one departs. I find that approach quite disrespectful and undermines the organisation. It is a sign of maturity to keep away and out of all discussions on your succession, unless of course, asked to contribute with any thoughts. But I would very much advise this – even if invited, do not participate in any processes in finding your successor. It can be very tempting as it gives a certain sense of importance, but again, in my view, it influences and undermines the process of what happens after you leave.

·       Do not turn back and look over your shoulder : Once you are out of the door, that is it. You are out. Again, it is very tempting to look back and find out what is happening. A healthy level of curiosity is understandable. A healthy distancing from what was your past life is the right thing. I have come across situations when the person who left the organisation tended to lurk in the background, keeping an eye on how their team / department was doing, trying to influence the recruitment process, perhaps for a sense of insecurity that the ‘legacy’ of the person may be in question once they move on. That does not help either the person who has moved on, or the organisation. So plainly and simply, just stay away. If the organisation does need your support, someone will indeed get in touch with you and ask you for advice or clarify a few things, which is perfectly fine. When thus approached, please give them some quality time, as that would be immensely valued.

A friend of mine once wrote a piece on her last 100 days in a role. It is quite normal for someone to focus on their first 100 days, but I hadn’t seen or heard someone being so intentional about the last 100 days. I am sure that would have immensely helped her and her organisation during the leadership transition. I tried to do it as I left my last job but just couldn’t focus on that. If that is something you are able to do, please try to !

Finally, a piece of advice that one of my former line managers gave me decades ago – ‘Do not burn bridges when you leave an organisation’. This can be difficult in certain situations when the reasons for a person leaving the organisation may not be particularly pleasant. But at a fundamental level, what he was trying to say was that during one’s time in an organisation, it is quite possible that there may have been some difficult conversations and challenging relationships. At the time of leaving, it is good to try to mend these, so that you don’t leave with or leave behind any hard feelings. Worth a try ?

(Concluded) 

Moving Jobs - Preparing to Leave (Part 1)

 

Moving jobs, like moving homes, is not easy. It comes at a price, a personal price, even if the rewards on the other side look enticing. Which is why some people find leaving a job so heart wrenching, especially if it has been a very productive, stimulating and enjoyable time. You just need to look at a random selection of farewell speeches or messages to get a sense of how difficult people find it. Even when the decision to leave a job is a rational one, the actual act of moving makes it quite emotional.

There are a few reasons why this may be the case (of course, discounting the ones where people leave joyfully if they have had a rough time !) and why people find even the thought of moving jobs so stressful or challenging :

·       Investing in a role : This is particularly true the more senior you get in the organisation and if the role is an ‘organisational leadership’ role. One is vested in its strategy, its mission, its future plans. Some of these have been hard won battles. Some of the fruits of one’s hard labour have not yet begun to show. Will I lose out if I move out ? Will someone else claim the credit for all the hard work I did ? Valid questions – but remember, in most cases, you also built your work on the foundations someone else laid for you, and also you did bask in the warmth of the glory that someone else (your predecessor) worked hard for.

·       Pangs of guilt : How many times have we come across people who think that the organisation will collapse if they move on, and making that the reason why they stay on ? The pangs of guilt could be for other reasons too, for instance – “I recruited this team and each one of my team members were handpicked by me. They will be at a loss when I move on. Who will steer them ? They joined because of me”. Hang on – the people you recruited are mature professionals (at least, they were all adults). Surely, they can navigate the world without you. You don’t need to be protective about them. If you gave them the opportunity, great, let them build on it and forge ahead. You are not indispensable, either to them or to the organisation

·       The urge to learn and do more : In a way, this is great. What is wrong with wanting to do more or learn more ? Nothing. But do check those thoughts and ask yourself the tough question – is it because of a sense of diffidence or insecurity that comes in the way of you considering a move ? Often, I have seen that this is the reason why people tend to stay or overstay in organisations, being in the same role for fairly long periods of time. Again, nothing wrong with that either, as long as you are confident that you are growing and learning, and the organisation continues to benefit from you being around. I have often told myself, “Do not be part of the furniture. If you want to move, move when the going is good and always leave on a high”.

(To be concluded)

Reflections of a First Time CEO

 

Becoming a first time CEO at the age of 52 in the charity sector would be considered as arriving quite late to the party, especially when most would get to that role in their ‘40s or some even in their ‘30s. That said, I was delighted and felt quite privileged to have been appointed as the CEO by the board of ActionAid UK, led by the Chair, Margaret Casely-Hayford, in August 2015 – firstly because it was a very reputed organisation in international development, and secondly because I did consider myself as an ‘outsider’, having arrived in the UK after having lived all my life in India till early 2005, and without the benefit of an international education or vast professional networks here in the UK.

I was also fortunate that while I was in my previous role with WaterAid UK, I had the opportunity of attending a course at the CASS Centre for Charity Effectiveness called the Aspiring CEO course, thanks to my then CEO, Barbara Frost, which was also about making one think of whether one really wanted to be CEO. A few participants from my cohort came to the conclusion that the CEO role was not for them, but many others pursued their ambition and eventually many have become CEOs.

Having stepped down after over 5 years in the role in December 2020, I thought of looking back at my experience, reflecting on what I had learnt, and sharing that with those who, like me, are ‘outsiders’ and hence do not have a firm social or professional foundations in the UK – but also those who are considering their first ever CEO role. So this is what I have come up with.

1.    Nothing quite prepares you for the role – you have to live it : As I mentioned, I did the course, I spoke to a small number of CEOs I knew, I read a couple of books. I also had coaching support, both formal and informal. All that was incredibly helpful and I would certainly recommend these and more. But you need to get into the role to feel it and navigate through all the uncertainties and complexities. I became a CEO in the year when there were huge controversies around fundraising and governance practices of charities. That was soon followed by Brexit, rapidly declining public trust in charities, safeguarding concerns, merger of DFID with FCO to create the new government department, FCDO, and of course, the massive Covid pandemic. Each one of these had a bruising impact on any international organisation, and for each one of these, one had to find one’s own way.

2.    Do not underestimate the importance of governance : CEOs may have a tendency to focus more on the executive or operational side of things, especially in terms of working with their senior managers and the wider staff body. I learnt soon enough that it was of crucial importance to develop a strong understanding of the board, the role of individual trustees, their hopes, aspirations and concerns, and ensure that the senior management and the board of trustees have a strong relationship of trust, respect and accountability. And that doesn’t happen easily, especially when the external challenges can be quite draining and the expectations of the board members varied. But it is equally, therefore, more important for the CEO to prioritise and invest time in working with the board, and especially the Chair of the board.

3.    Balancing internal and external engagements is not easy : There always has to be a compromise before one gets to a sweet spot, if ever there is one. Internally, the buck eventually stops with the CEO and hence, there is no excuse for not focussing on the internal issues. Yet, the organisation depends quite a lot on the CEO’s external engagement in building profile, developing networks and bringing in external intelligence. One needs to manage what works best given individual preferences and work styles, and that requires robust time management and quite often, long hours.

4.    Role modelling is very important – even if it does not resolve everything : This needs to start from a place of self awareness and identity, so that the behaviours one lives and breathes demonstrates authenticity and integrity. It does not pay to try and fit into your predecessor’s shoes if it does not come to you naturally. Comparisons will often be made – take it in as an input or information. See if there is something really important that you can adopt or adapt. But be sure to model the behaviours that align with the organisation’s values and your personal ones as well. It also doesn’t mean that by role modelling alone, you can change behaviours you wish to change. Keep at it but also find other ways to communicate with perseverance.

5.    Recognise individuals and their contributions – it matters : I have been surprised as how many people thought that CEOs are most likely to be quite distant and not in touch with colleagues other than the senior managers. Equally, it is surprising how motivating it is when individuals are recognised for who they are and their contributions appreciated. Make time to know as many people as you can. It is not just important for them, it is important for you as a  CEO to know your colleagues much better than just in meeting rooms.

6.    Trust your colleagues – you don’t need to have all the answers : Perhaps this is the most liberating of all thoughts, if one acknowledges and accepts that the CEO does not and will not have all the answers. And so, learn to step back with humility and let someone else take the space who knows better than you on a matter of their functional specialism. Use that opportunity to learn more and better, ask the right questions, challenge perspectives, but let them lead if that is the area of their expertise. That is always best for the organisation.

7.    Banish the thoughts of the ‘imposter syndrome’ : It took me 2 years and 12 roles that I applied for before I landed my first CEO role. It can be very demotivating and make you think that being an ‘outsider’ means you will never make it, or worse, that you are simply not good enough, because you do not fit into the mould of the majority of CEOs in the sector. When you get the role, you may find that there was an internal candidate who had applied for the role and was quite good too. These may trigger the ‘imposter syndrome’ in you. Be confident in your own style, your approach and what you can contribute.

So once you have made up your mind to be a CEO, go for it by all means, but go for it with your eyes and ears open, be fully prepared for all the curved balls directed at you or coming your way, have your own reserves of resilience, but most importantly, believe in yourself and the mission of the organisation. And trust me, it doesn’t matter if you do not have a Masters or a PhD from a university of international repute. It doesn’t matter if you do not have a vast professional network. All that matters is you ! Once you get into the role, build a professional support network around you to learn from and share ideas. Keep looking for ways in which you can sharpen  your skills. Seek feedback from those  you work with. Very importantly, devote time to reflect on your journey from time to time.

Leading in a crisis

‘Focus on what you can control’ is a mantra that seems much more applicable to the current situation than ever before. As the Covid-19 pandemic grinds the world to a halt, thanks to the invisible virus, there is understandably a sense of anxiety and panic, not just about the immediate threat (e.g. on health, relationships, jobs, economy) but also on the absolute fear of the unknown (how long will it last, how deep will its impact be, what will the new normal be, how will it change the world etc.).

As leaders, we also have the responsibility of bringing in a sense of calm to our respective teams and think beyond our immediate lives, to even attempt to bring about a semblance of normalcy. So here are some of my thoughts :

1.    Stay mission focussed : Our organisational mission is akin to a lighthouse that serves as a navigational aid. When there are waves of uncertainty that swirl around us, it is the mission that provides a sense of direction and reminds us what the purpose of our organisation is, and what we are here to achieve. At ActionAid UK, we constantly remind us that our mission is to work with women and girls living in the global south living in poverty and enable them to realise their rights. That is what always inspires us and should do, going forward.

2.    Be true to your culture : Every organisation has its own organisational culture. There is no better way to bring that culture to life than during a crisis. Let the culture enable those values and behaviours to be demonstrated clearly in how we manage the crisis, some of those values being - empathy, self-care, inclusion, kindness, trust and respect, which are quite common in the not-for-profit sector. At ActionAid, this is expressed through our feminist principles and behaviours, and there is no better time to embrace it fully than now.

3.    Understand resilience through an inter-sectional lens : Resilience is key in managing the crisis, but it is different for each individual, given their background, their beliefs, the socio-economic group they represent, and it is important to understand how each individual could be supported in being more resilient in view of the unpredictable future. We have had some discussions internally on issues of mental health for instance, and we are fortunate to have a dedicated team of mental health firstaiders who offer a fantastic resource. Equally, we keep reminding our colleagues of the confidential helpline we have, to support colleagues through these difficult times.

4.    Connect and communicate : With home working becoming the norm for an indefinite period, it is more important than ever to reach out, check-in, communicate, reassure and make people feel part of a wider team and organisation. I am so impressed to see how many of our teams have immediately put in some creative forms of catch-ups virtually, to keep in touch and check-in, which has been hugely welcome, especially by those who live on their own and feel very isolated. I participated in a Friday afternoon virtual drinks session, and it was great to also meet some of the family members and pets over this virtual catch-ups !

  

5.    Self awareness and vulnerability : We all have our own lives, and hence, an entire hinterland of anxieties and concerns. Leaders must look inwards to introspect what their deep concerns are, acknowledge them in the spirit of self-awareness and be comfortable in expressing their own vulnerabilities. I have realised that the current crisis is having an impact on my sleep pattern, and every time I wake up at night, which is a few times, my mind immediately diverts to whether I am doing the right thing in managing the crisis. And I have found immense comfort in being able to share that with colleagues.

We all have been through various crises in our respective roles and organisations, and I am sure there is a lot we can learn from and be proud of how we managed that. But this one is at a scale hitherto unseen in modern times. And it is global, affecting every single organisation across sectors. It therefore calls for deeper solidarity irrespective of who we are, where we come from, what our beliefs and ideologies are or where we live in the world. It may just be that moment to come together as one world, one community, to appreciate our diversity, to be more inclusive, tolerant, understanding and unified. It may just be the moment that will help redefine global relationships, bring us all together to continue to fight some of the other huge challenges like poverty, gender inequality, exclusion and social injustice.

(Originally published in the Third Sector, March 2020) 

Identifying exclusionary factors

There has been a lot of discussion on diversity and inclusion – and hence, it is only natural that we look at why this is such a big issue. One answer is that diversity is lacking in the sector, especially at senior levels. The other answer is that there are exclusionary factors, which need to be tackled to ensure inclusion. I would like to focus on the latter.

In my experience as someone who has sometimes been at the receiving end and speaking to others, there are different types of exclusionary factors. Some are personal (as felt by the individual), some are contextual (where some specific settings can be exclusionary), some are structural (caused by how organisations are configured, and their own processes & systems) and some are systemic (that has roots in behaviours and culture). In the real world though, it is not as neat and clear categories. There are all inter-linked. So instead of going into each type of exclusion (i.e. those caused due to gender, race, religion etc.), let me take you through what some of the exclusionary factors may look like – and I would like to highlight four of them.

1.    Recruitment : People face different types of entry barriers. Some of them could be because of gender, race, religion, class, education, i.e. factors that are more identifiable when someone applies for a role and provides a full CV. In case one passes through that if one is fortunate, there may be exclusions on the basis of some physical or cognitive disabilities, introversion or linguistic grasp, which may not be very significant or relevant to the role the person has applied for.

2.    Hierarchy : Hierarchy can be often about power and authority. While some form of hierarchy exists in all organisations, these structures sometimes result in some voices not being heard, some views being marginalised because it is expressed by a person who are relatively more ‘junior’ in the hierarchy of the organisation. There could be a power struggle between different departments and teams (e.g. based on who has more staff and finances) that could result in some teams feeling more marginalised and hence excluded.

3.    Behaviours : We all relate very differently in different situations based on several factors including our own temperament, attitude and resilience. And while that may be quite legitimate in many situations, what we often do not realise is the impact it has on others. We may come across as being passive aggressive, intimidating or even bullying. People draw their experiences of us from the verbal and non-verbal expressions that form part of our behaviours.

4.    Culture : The culture of the organisation is something that a person experiences when they step in to the organisation. It is broadly described as ‘how things are done here’. Even if organisations seek to build an open, vibrant culture, some people in some situations experience the organisation very differently, and they feel that the culture results in them being excluded and discriminated against.

In discussions on diversity and inclusion, we often talk about intersectionality which is about factoring in the overlapping identities of an individual to understand the impact of the disadvantages or prejudices they experience, which could be, but not limited to, gender, race, religion, class, disability, sexuality etc. Equally, the various factors mentioned above can further aggravate exclusion that individuals face or further perpetuate these when organisational processes collude with individual identities to create a web of powerful exclusionary factors. And it is really important to understand this because while individual identities very often cannot be changed, organisations can certainly change systems, processes and culture that are within its sphere of influence and control.

The purpose of laying some of these factors out is because addressing diversity and inclusion is extremely complex and it is very hard to get it right for all people across all contexts. I do believe that it can be quite a utopian quest. However, that should not stop us from understanding factors that cause exclusion and exploring various options to mitigate or eliminate these factors completely, because it is the right thing to do – especially for the not-for-profit sector that prides ourselves in being mission oriented, working around some core human values that are liberal and progressive, and for our collective commitment to a world that is safer, more just, more equal and more tolerant.

In my subsequent blogs, I will aim to explore each of the factors above with some examples that I have seen or experienced. And I will try to explore these through different forms of diversity in trying to follow a more intersectional understanding.

(Originally publised in the Third Sector, February 2020)

The Chair-CEO Relationship

Taking over as a Chief Executive a few years ago, I was quite conscious that being a first-time CEO, it was really important for me to understand how to build a strong, working relationship between the Chair of the board and myself, based on the principles of mutual trust, respect and accountability. That was one of the questions I asked many of my experienced peers at the time – and often still continue to ask, as this is one of the most important relationships that can make or break organisations.

So why is this important ? The Chair is unlike any other ‘line manager’ that one would have. For one, the Chair is more often than not in the charity sector, a volunteer with whom one would have relatively less contact, albeit more than with other trustees. Thus, it means that the Chair, who often is not able to get into the details of the running of the organisation, is still getting substantial assurances on how the organisation is run, in terms of delivery of its strategy, plans, external relationships and internal culture. The Chair provides a steer to the board, who, in addition to their statutory and fiduciary responsibilities, also provide the strategic steer for the organisation. On one hand, while it is important for the Chair to have strategic and operational oversight of the organisation, it also needs to be balanced with the limited time s/he would have to provide that support and challenge that the CEO needs.

Speaking to many of my peers and based on my own experiences, these are some ways in which Chairs and CEOs have managed to maintain a sound working relationship, while also providing leadership and steer to the organisation.

Regular catch-up : It is generally believed that a fortnightly catch-up would be ideal. I would recommend scheduling a fortnightly call and a monthly face-to-face meeting, even if we think it may not quite be required. While using these as an opportunity to brief the Chair, it also provides space for the Chair to ask questions or offer advice. Very importantly, a catch up just before the board meeting would be crucial so that the CEO can brief the Chair on what the expectations of each agenda item would be and on what the ideal outcomes for a board discussion would be.

Policy of no-surprises : Long gaps between meetings or calls could mean that some critical issues could fall through the cracks. CEOs need to anticipate what issues could potentially be problematic or controversial, which need to be proactively flagged earlier on rather than it being sprung as a surprise in the board meeting, which could make the Chair feel quite exposed, but more importantly, would be difficult for the Chair to steer discussions with objectivity and balance.

Agreement on agendas : I strongly believe in ensuring co-creation of agenda as much as possible. There are often standard items on an agenda depending upon the organisational calendar. But it is important to understand the expectations of the Chair across the meetings in a year, so that these can be factored into developing and agreeing agendas, while also working towards a better understanding of the expected outcomes of these meetings.

Giving and receiving feedback : Unlike a member of an executive team, it could be quite difficult for a Chair to understand the implications of their engagement on other members of the team, mostly because they are not often around, physically. Equally, for the CEO, a meeting with the Chair should be a safe space where problems can be shared and advice sought. It is also an opportunity for the Chair to play the role of a coach or a mentor, as appropriate. Hence, there must be a good understanding of when and how feedback can be mutually shared, thus building greater trust and respect. This could also be about other senior members of the team or other board members.

Being part of a journey : I remember a Chair once remarking during a talk, “I prefer my CEO to help me bake the cake with her, rather than giving me a baked cake”. I think that was a very insightful comment. Often, we make the mistake of just ‘selling’ or ‘telling’ the board on a range of issues we think they need to know, but do not sometimes make the effort of bringing them on to a journey.

The external role : It is really important for CEOs to be able to identify opportunities where the Chair can play the role of the organisation’s ambassador, thus also leveraging the networks they have. These are immensely inspiring opportunities and the Chair would have the unique perspective of being a part insider and part outsider, which can be hugely advantageous for the organisation. It is also great for others to interact with the Chair and see the Chair play such key representational roles.

The Chair-CEO relationship is a very important one, and sometimes, it can be difficult to get it right. But as long as the Chair and CEO are able to agree on some first principles and get this relationship right, it can work only to the advantage of the organisation.

(Originally published by the Third Sector, November 2019)